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E-raamat: Faster Construction Projects with CPM Scheduling

  • Formaat: 456 pages
  • Ilmumisaeg: 13-Mar-2007
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071509220
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  • Formaat: 456 pages
  • Ilmumisaeg: 13-Mar-2007
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071509220
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COMPLETE YOUR CONSTRUCTION PROJECTS FASTER - USING THE LATEST CONCEPTS IN PERFORMANCE CONTROL

A comprehensive review that gives you insight into the latest innovations in network-based project planning, scheduling, and controlsaving you time and money on all construction projects.

Faster Construction Projects with CPM Scheduling contains a full explanation of the new and innovative Scheduling Practice Paradigm, and translates it into tangible steps you can use to create powerful project schedules designed to boost productivity on any job. Completely compatible with the Collaborative Model, the new Scheduling Practice Paradigm provides, commitment planning, execution scheduling, and comprehensive performance control.

Written in a friendly, conversational style, this ultimate guide explains:





The new Scheduling Practice Paradigm: terminology, specialties, roles, and deliverables How dilemma forecasting can help you predict delays before they occur How to use change optimization processes for maximum project benefit How to produce a project schedule, including logic development sessions Helpful guidelines for performance recording Hundreds of tricks of the trade from a 30-year Scheduling veteran

Inside:

Keeping Your Eye on the Donut: The Allure of the Project Schedule Understanding the Scheduling Theater Why Our Schedules Disappoint Our Customers The Changing Style of Project Management o Creating a Penchant for Change: The New Scheduling Practice Paradigm Introduction to Dilemma Control Introduction to Momentology Recap of New Concepts and Terminology The Scheduling Practice and Faster Projects Preserving Project Schedule Integrity: Anatomy of a Schedule Working at Cross-Purposes Execution Scheduling and Performance Control: Schedule Design Schedule Development Schedule Components Performance Reporting Performance Control Epilogue: Creating Schedules They'll Actually Want to Use!Praise for Faster Construction Projects with CPM Scheduling:

[ A] very strong addition to our knowledge about construction contracting and project scheduling. Matt Stevens, Author, Managing a Construction Firm on Just 24 Hours a Day

This is a seminal work which will shape this industry for generations to come. Keith Pickavance, Senior Vice President, Hill International

Momentum Management may well be the most practical and straight-forward concept devised to date. Mike Hopkins, Vice President, Fluor,

I felt that the subject matter and style were appropriate for any scheduler who has been in the trenches more than a couple of times. After twenty plus years of scheduling, I was pleased to find that I was not out in a foxhole by myself. Ted Douglas, President, ACTPMA, LLC

I told my boss that we will need to purchase a copy for every scheduling person at Alpha, due to the technical and practical accuracy and clarity. Chris Carson, Corporate Director of Project Controls, Alpha Corporation

I was glad to see this in print. Many people monitor a schedule strictly by float and dont understand that there is so much more involved in the analysis of a schedule that just looking at float or even earned value. I would recommend this book to all of the classes that I teach. Jeff Huneycutt, US Army Corps of Engineers, Savannah District

I am just glad that I am not alone
Foreword xv
Preface xxvii
Acknowledgments xxx
Introduction xxxiii
Part 1 Keeping Your Eye on the Donut
1(82)
The Allure of the Project Schedule
3(8)
The Success of a Project Schedule Depends on Many Factors
3(4)
Schedule Timing
3(1)
Schedule Content
4(1)
Schedule Format
4(1)
User Resistance
4(1)
Upper Management Support
4(1)
Schedule Developer Expertise
5(1)
Schedule User Training
5(1)
Tie-In to Other Project Controls
6(1)
The Automated Project Schedule Offers These Strengths
7(4)
It Is a Picture
7(1)
It Facilitates Group Consensus
7(1)
It Creates Powerful Perceptions
8(1)
It Seamlessly Transitions from Plan to Schedule
8(1)
It Gives Direction
9(1)
It Supports Resource Optimization
9(1)
It Provides Irrefutable Evidence
10(1)
It Is a Dynamic Model of Reality
10(1)
Understanding the Scheduling Theater
11(22)
The Stage: The Environment in Which Construction Takes Place
11(10)
Each Project Is Unique
12(1)
Each Community Is Unique
13(1)
A Project Is a Dynamic Organism
13(2)
Project Management as an Environmental Variable
15(2)
Scheduling Software
17(4)
The Actors and Audience: Understanding Their Roles and Characters
21(4)
Those Who Do the Physical Work
21(1)
Those Who Supervise the Physical Work
21(1)
The Project Manager
22(2)
Those Who Support the Project Manager
24(1)
Those Who Oversee the Project Manager
24(1)
All Other Project Stakeholders
24(1)
Those Who Supply the Project
25(1)
The Script: The Project Schedule's Many Uses
25(8)
As a Planning Tool
25(1)
As a Coordination Tool
25(1)
As a Communication Tool
26(2)
As a Work Organization Tool
28(1)
As a Resource Management Tool
28(1)
As a Performance Measurement Tool
28(1)
As a Forecasting Tool
28(1)
As a Reporting Tool
28(1)
As a Contract Administration Tool
28(1)
As a Cost Control Tool
29(1)
As a Marketing Tool
30(1)
As a Financial Planning Tool
31(1)
As a Record-Keeping Tool
31(1)
As a Dispute Resolution Tool
32(1)
Why Our Schedules Disappoint Our Customers
33(22)
Customer Dissatisfaction Reason #1: The Terminology Quagmire
33(18)
Distinguishing Between Internal and External Work Products
33(1)
Distinguishing Between Different External Work Products
34(1)
This Is My Brother Darryl, and This Is My Other Brother Darryl
34(1)
We Are Also Confusing Ourselves
35(1)
Consistently Inconsistent Definitions
36(1)
The Scheduling Method/Model Notion
36(15)
Customer Dissatisfaction Reason #2: Not Serving Our Customer
51(1)
Customer Dissatisfaction Reason #3: Outdated Products and Services
52(3)
Is the Project Schedule Intelligently Designed?
52(1)
Is the Project Schedule Thoughtfully Developed?
52(1)
Is the Project Schedule Skillfully Used?
53(1)
Is the Project Schedule Attentively Maintained?
53(2)
The Changing Style of Project Management
55(28)
Project Management Paradigm Shift
56(9)
The Newtonian Model
56(2)
The New Sciences and What They Teach Management
58(7)
Characteristics of Project Management Paradigm Shift
65(3)
Implications for Modified Scheduling Methods
68(15)
Management Philosophy Beliefs
69(5)
Management Philosophy Behaviors
74(4)
Management Philosophy Merits
78(5)
Part 2 Creating a Penchant for Change
83(90)
The New Scheduling Practice Paradigm: Specializations, Positions, Deliverables, and Roles
85(36)
Describing the Quagmire
85(5)
Explaining the Urgency of the Matter
86(2)
This Book is an Odd Place to Make Such a Proposal
88(1)
Babbling Advisors Are Rarely Effective
89(1)
The Scheduling Practice Lacks Cohesiveness and the Synergy Such Would Spawn
89(1)
We Can't Fix What We Don't Acknowledge
90(2)
Scheduling is Not a Profession
91(1)
Current Terminology Broken Beyond Repair
92(1)
What Is Planning?
92(8)
Historical Inconsistencies in the Use of the Word Planning
93(2)
Distinguishing between the Venerable and Current Definitions
95(3)
Can the Venerable and Current Models Be Reconciled?
98(2)
What Is Scheduling?
100(6)
The Scope of Scheduling
100(1)
The Manner of Scheduling
100(5)
The Other Two Enigmas
105(1)
Defining the Scheduling Practice
106(15)
Why ``Scheduling Practice''?
107(1)
The Three Specialties of the Scheduling Practice
107(6)
Definable Positions and Deliverables
113(3)
The Nine Roles of Scheduling Practitioners
116(2)
Why a Fresh Definition of the Scheduling Practice Makes Good Sense
118(3)
Introduction to Dilemma Control
121(12)
Risk Management and Its Distinguishing Characteristics
121(6)
Risk Management's Traditional Processes
121(1)
Risk Management's Distinguishing Characteristics
122(5)
Dilemma Control, a New Project Management Methodology
127(6)
Comparison of Risk Management and Dilemma Control
127(3)
Brief Description of Dilemma Control
130(1)
Benefits of Dilemma Controls
131(2)
Introduction to Momentology
133(26)
Brief History of Momentology
134(3)
Notes on Scheduling Deficiencies
135(1)
Conclusions About How to Improve Schedule Management
136(1)
Overview of Momentum Theory
137(3)
Duration-Day: The Numerator
137(1)
Workdays: The Denominator
138(1)
Performance Intensity: The Elusive Miles-Per-Hour
138(2)
Momentum: Purposeful Performance Intensity
140(1)
Overview of Momentum Science
140(5)
An Interesting Story
141(1)
Other Improvements Under the Name of Momentum
142(1)
Three Major Innovations
143(2)
Momentum Science, a New Set of Performance Measures
145(5)
Momentum Science Big Picture
145(1)
Performance Diagnostics
146(1)
Schedule Achievement Potential
147(2)
Schedule Credibility
149(1)
Overview of Applied Momentum
150(7)
Instant Compatibility
151(1)
Momentum Control
151(1)
Momentum Analytics
151(2)
Management by Momentum
153(1)
Administrative Activities
153(1)
The New Look of CPM
154(1)
Applied Momentum and Traditional Project Management
154(3)
Final Thoughts on Momentology
157(2)
Recap of New Concepts and Terminology
159(4)
Before We Go Any Further
159(1)
The New Scheduling Practice Paradigm
159(1)
Dilemma Control
159(1)
Momentology
159(2)
Momentum Theory
161(1)
Momentum Science
161(1)
Applied Momentum
161(2)
Scheduling Practice and Faster Projects
163(10)
Commitment Planning
163(8)
Authorization Planning
163(5)
Execution Planning
168(1)
Execution Plans Involve a Two-Step Process
168(1)
The Execution Planning Heavily Influences the Execution Scheduling
169(1)
The Consensus Plan and Resource Planning
170(1)
Execution Scheduling
171(1)
Performance Control
171(2)
Part 3 Preserving Project Schedule Integrity
173(58)
Anatomy of a Schedule
175(18)
Anatomy of an Activity
175(2)
CPM Is a Mathematical Simulation Model
175(1)
Elements of an Activity
175(1)
ADM Symbolism
176(1)
PDM Symbolism
176(1)
Anatomy of a Relationship
177(10)
Negative Finish-to-Start Tie
178(4)
Time Gaps and Work Segments
182(1)
Administrative Actions
183(4)
The ADM-PDM Battleground
187(6)
From the PDM Camp
187(4)
From the ADM Camp
191(1)
Guilty by Association
192(1)
Working at Cross-Purposes
193(38)
Harmful Scheduling Practices
194(2)
Total-Float: The Only Statement of Criticality
194(1)
Relationship-Durations and Activity-Durations Equally Important
195(1)
Ignoring Nearby Smoke
196(1)
Incomplete Logic
196(1)
Competing Project Controls
196(1)
The Benefits and Limitations of Earned Value Management System (EVMS)
197(5)
Advantages of Earned Value
197(1)
Limitations of Earned Value
198(3)
How Earned Value Weakens a Schedule as a Momentum-Management Tool
201(1)
The Benefits and Limitations of Critical Chain Project Management (CCPM)
202(8)
What's Right About CCPM
203(1)
What's Wrong About CCPM
204(4)
How CCPM Weakens a Schedule as a Time-Management Tool
208(2)
Flawed Definitions
210(21)
Two Important Trends in Scheduling Practice
211(7)
Critiquing Existing Definitions
218(3)
Arcane Term Meaning Clarifications
221(10)
Part 4 Execution Scheduling and Performance Control
231(122)
Concerning Schedule Design
233(24)
Purpose and Overall Process of Schedule Design
233(2)
Purpose of Schedule Design
233(1)
Process of Schedule Design
234(1)
Schedule Design Summit
235(10)
Purpose of Summit
236(1)
Who Should Attend
236(1)
Summit Proceedings
236(9)
Special Considerations
245(12)
Understanding Project Priorities and Emphasis
245(4)
Project Management Styles and Level-of-Detail
249(5)
Schedule Granularity
254(1)
Schedule Performance Specifications
255(2)
Concerning Schedule Development
257(18)
Work Breakdown Structure
257(3)
Logic Development Session
260(15)
Contributors
260(2)
General Orientation
262(1)
Content Checklist
263(1)
Defining the Subnets
263(1)
Construction Approach Decisions
264(1)
Pounding Out the Logic
264(1)
Assigning Activity-Durations
264(1)
Adding Activity Relationships
265(5)
Manual Forward Pass
270(1)
Scheduling All Subnets
270(1)
Putting It All Together
270(2)
Logical Critical-Path
272(1)
Assorted Other Hints
273(2)
Schedule Components
275(40)
Elemental Components of the Execution Schedule
275(7)
Contract Length
275(2)
Near-Critical Activities
277(1)
Activity Numbering
277(1)
Activity-Description
278(1)
Activity-Codes
279(1)
Manpower-Loading
279(1)
Resource-Leveling
280(1)
Cost-Loading
281(1)
Powerful Software Settings
282(6)
Retained-Logic vs. Progress-Override
283(2)
Continuous vs. Elapsed Durations
285(1)
Continuous vs. Interruptible Durations
286(2)
Automated Schedule Calendars
288(5)
Concept of the Workday
288(2)
Multiple Calendars
290(2)
Workdays vs. Calendar Days
292(1)
Holidays
292(1)
Weather
293(3)
Which Activities Are Affected?
293(1)
Where Do You Place the Weather Contingency?
294(1)
Put Weather Contingency in the Calendar, Not in Durations
295(1)
Priority-Emphasis Alignment
296(2)
When Project Length (Time) is Emphatic
296(1)
When Manner of Performance Is Emphatic
297(1)
When Project Cost Is Emphatic
297(1)
Date-Constraints
298(2)
Start Constraints
298(1)
Finish Constraints
298(1)
Mandatory Constraints
299(1)
Late Constraint
299(1)
Avoid Excessive Date-Constraint Use
300(1)
All About Float
300(15)
Zero-Total-Float
300(3)
Zero-Free-Float
303(1)
Defining Total-Float in PDM
303(1)
Free-Float
304(3)
Total-Float
307(8)
Performance Recording
315(10)
Performance Recording Issues
315(6)
Recording Frequency
315(2)
Who Should Participate
317(2)
Remaining-Duration vs. Percent-Complete
319(1)
Performance Recording and Relationship-Durations---
320(1)
Backups
320(1)
Schedule Revisions
321(1)
What Is a Revision?
321(1)
What Precipitates a Revision?
321(1)
Keep Detailed Records
322(1)
Keep the Owner in the Loop
322(1)
Schedule Performance Analysis
322(3)
Performance Control
325(28)
Performance Control, the Ultimate Objective
325(1)
Using the Project Schedule to Understand
326(13)
Using the Schedule to Measure Progress
327(3)
Using the Project Schedule to Analyze Reality
330(8)
Using the Schedule to Optimize the Future
338(1)
Using the Schedule to Communicate
339(7)
Using the Project Schedule to Inform
339(4)
Using the Project Schedule to Coordinate
343(2)
Using the Project Schedule to Direct
345(1)
Using the Project Schedule to Control
345(1)
The Element of Surprise
346(7)
Delay is a Delta
347(1)
Identifying the Sources of Divergence
347(1)
Where Improvement Opportunities Reside
347(6)
Part 5 Epilogue
353(18)
Creating Schedules They'll Actually Want to Use!
357(14)
Top Ten Techniques for Sabotaging Your Scheduling Efforts
357(3)
Technique #10: Disconnect the Project Schedule from All Other Project Management Support Functions
357(1)
Technique #9: Don't Safeguard Duration Purity
358(1)
Technique #8: Employ Poor Reporting Techniques
358(1)
Technique #7: Fail to Adhere to Sound Performance Recording Practices
359(1)
Technique #6: Mismanage Relationships
359(1)
Technique #5: Choose Inappropriate Scheduling Software Settings
359(1)
Technique #4: Ignore the Theory of Aligned Emphasis
359(1)
Technique #3: Ignore Project Momentum
359(1)
Technique #2: Force the Schedule to Satisfy Too Many Different Uses/Objectives
359(1)
Technique #1: Entirely Omit, or Inadequately Perform, Schedule Design
360(1)
Chapter-by-Chapter Summary of the Book's Essential Comments
360(11)
Part 1: Keeping Your Eye on the Donut
360(3)
Part 2: Creating a Penchant for Change
363(3)
Part 3: Preserving Project Schedule Integrity
366(2)
Part 4: Execution Scheduling and Performance Control
368(3)
Glossary 371(30)
Index 401


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